9. SOCIAL ENTREPRENEURSHIP
Social enterprise involves a financially sustainable
earned-income activity that addresses a social
problem.
Why financially sustainable?
Sustain the social impact
Reduce donor dependence and everything negative
about that (unpredictability)
Social enterprises are not ordinary business enterprises.
22. POINTS TO PONDER
The profit of social enterprises is its level of social
impact.
Good business now is all about being in the business of
doing good.
23.
24.
25. What do you see happening in your
community in the future?
27. COMMUNITY ASSETS
Labor – human resource, skills of community members
Natural resource – land, water, environment
Social asset – “bayanihan”, “damayan”
Build – infrastructure, road, village hall
Service – public agencies/services, day care, health and
education units
Capital
Economic assets
28. COMMUNITY ASSETS
Asset Mapping
Collecting an inventory of all the good things about your
community
Ranking the most valued aspects of your community
What community assets are useful for your social
enterprise?
How will the community assets be preserved?
30. RECOGNIZING OPPORTUNITIES
Four Characteristics of Opportunity
It is attractive to customers.
It will work in your business environment.
It can be executed in the window of opportunity that
exists.
You have resources and skills to create the business, or
you know someone who does or who might want to
work with you.
37. SYSTEMS THINKING
A way of understanding reality that emphasizes
the relationships among a system’s parts, rather
than the parts themselves
Can help you design smart, enduring solutions to
problems
Gives a more accurate picture of reality to work
with the system’s natural forces to achieve the
desired results
38.
39.
40. STAKEHOLDER ANALYSIS
Definition of a Stakeholder (Oxford, 2010)
A person with an interest or concern in something,
especially a business
Denoting a type of organization or system in which all
the members or participants are seen as having an
interest in its success
41. STAKEHOLDERS ANALYSIS
Stakeholders in a Social Enterprise
Primary Stakeholder (Marginalized Sector)
Customers and Consumers
Employees of Social Enterprise
Investors in the Social Enterprise
Suppliers
Community Members
Government or the Public Sector
42. STAKEHOLDER ANALYSIS
Primary Stakeholder
A sector, community or group usually involving the
marginalized sectors of the society who may or may not
own/control the enterprise (Dacanay, 2004)
Stockholders
Individuals. Families, clans who own capital and invest
such in business (Dacanay, 2004)
43. STAKEHOLDER ANALYSIS
Customers and Consumers (Oxford, 2010)
Customers are persons or organizations who pay for the
product or service
Consumer are persons or organizations who use the
product or service of the social enterprise
51. FOUR PRACTICES OF INNOVATIVE
ORGANIZATIONS (BORNSTEIN, 2007)
Institutionalize Listening
Pay attention to the Exceptional
Design Real Solutions for Real People
Focus on the Human Qualities
64. SIX QUALITIES OF SUCCESSFUL SOCIAL ENTREPRENEURS
(BORNSTEIN, 2007)
Willingness to Self-Correct
Willingness to Share Credit
Willingness to Break Free of Established Structures
Willingness to Cross Disciplinary Boundaries
Willingness to Work Quietly
Strong Ethical Impetus